Online citations, reference lists, and bibliographies.

Theories On Organisational Justice, Job Satisfaction, Leader–Member Exchange And Organisational Citizenship Behaviour

Hooi Lai Wan
Published 2016 · Business

Cite This
Download PDF
Analyze on Scholarcy
Share
This chapter encompasses a set of theories that is related to the constructs of the study. Some of the justice theories covered in this chapter include equity theory, justice judgement theory, psychological theories of justice and the more contemporary ‘integrative’ theories that examine the effects of multiple justice dimensions in concert – fairness heuristic theory, uncertainty management theory and fairness theory. Job satisfaction theories include the facet model of job satisfaction, Herzberg’s motivator-hygiene theory of job satisfaction, the discrepancy model of job satisfaction and the steady-state theory of job satisfaction. The discussion on the leader–member exchange theory encompasses the role theory and social exchange theory as well. The chapter concludes by outlining the theory of reasoned action in detail providing justification for the adoption of the theory as the underpinning for this study.
This paper references
10.2307/2108985
The social psychology of groups
J. Thibaut (1959)
10.1016/S0065-2601(08)60108-2
Inequity In Social Exchange
J. S. Adams (1965)
10.1111/j.2044-8309.1984.tb00645.x
Relative deprivation theory: An overview and conceptual critique
I. Walker (1984)
Role-making processes within complex organizations
G. Graen (1976)
10.1108/02683940210428092
Job satisfaction and organizational citizenship behaviour: A study of Australian human‐service professionals
G. Murphy (2002)
10.1007/978-1-4899-2115-4
The Social Psychology of Procedural Justice
E. Lind (1988)
10.1016/J.JBUSRES.2008.09.007
Mentoring in supervisor–subordinate dyads: Antecedents, consequences, and test of a mediation model of mentorship
O. C. Richard (2009)
10.5465/255908
Job Satisfaction and the Good Soldier: The Relationship Between Affect and Employee “Citizenship”
Thomas S. Bateman (1983)
10.1037/0021-9010.82.6.827
Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues
Charlotte R. Gerstner (1997)
10.1037/0021-9010.87.4.611
Trust in leadership: meta-analytic findings and implications for research and practice.
K. T. Dirks (2002)
Understanding Attitudes and Predicting Social Behavior
I. Ajzen (1980)
10.2307/1142510
Procedural justice : a psychological analysis
J. Thibaut (1978)
10.5465/AMJ.2007.25526452
THE INDEPENDENT AND INTERACTIVE ROLES OF PROCEDURAL, DISTRIBUTIVE, AND INTERACTIONAL JUSTICE IN STRATEGIC ALLIANCES
Y. Luo (2007)
10.1086/222355
Social Behavior as Exchange
G. C. Homans (1958)
10.1016/S0149-2063(99)80053-1
Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development
R. Liden (1998)
10.1016/0030-5073(75)90005-7
A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process.
Fred Dansereau (1975)
Fairness heuristic theory : Assessing the information to which people are reacting has a pivotal role in understanding organizational justice
K. Bos (2001)
10.1037/0021-9010.86.4.697
Leader-member exchange and its dimensions: effects of self-effort and other's effort on relationship quality.
J. Maslyn (2001)
10.1037/0021-9010.76.6.845
Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship?
R. Moorman (1991)
10.1016/S0191-3085(02)24006-X
When fairness works : Toward a general theory of uncertainty management
E. Lind (2002)
10.1037/0021-9010.86.3.386
On the dimensionality of organizational justice: a construct validation of a measure.
J. Colquitt (2001)
10.1037/0021-9010.68.4.653
Organizational citizenship behavior: its nature and antecedents
C. A. Smith (1983)
10.2307/1556416
A Case for Procedural Justice Climate: Development and Test of a Multilevel Model
Stefanie E. Naumann (2000)
10.1016/0003-6870(79)90066-8
The Social Psychology of Organizations, (2nd Ed): Daniel Katz and Robert L. Kahn New York: Wiley, 1978, 838 pp.
P. Wright (1979)
10.1108/14779960580000263
The role of control and other factors in the electronic surveillance workplace
J. Chen (2005)
10.1016/S0065-2601(02)80003-X
Uncertainty management by means of fairness judgments.
K. Bos (2002)
Why people cooperate with organizations: An identity-based perspective.
T. Tyler (1999)
Communication Theories: Perspectives, Processes, and Contexts
K. Miller (2001)
10.1037/0022-3514.67.5.850
Psychological models of the justice motive: Antecedents of distributive and procedural justice.
T. Tyler (1994)
10.1016/S0065-2601(08)60283-X
A Relational Model of Authority in Groups
T. Tyler (1992)
Organizational politics, justice, and support : managing the social climate of the workplace
R. Cropanzano (1995)
10.1016/J.OBHDP.2005.09.001
Justice and personality: Using integrative theories to derive moderators of justice effects ☆
J. Colquitt (2006)
10.1037/0021-9010.78.4.662
A longitudinal study on the early development of leader-member exchanges.
R. Liden (1993)
10.2307/1556364
Integrating Justice and Social Exchange: The Differing Effects of Fair Procedures and Treatment on Work Relationships
S. Masterson (2000)
10.5465/256489
Research Notes. Distributive and Procedural Justice as Predictors of Satisfaction with Personal and Organizational Outcomes
D. McFarlin (1992)
10.2307/2092623
THE NORM OF RECIPROCITY: A PRELIMINARY STATEMENT *
A. Gouldner (1960)
10.1111/j.2044-8325.1990.tb00506.x
The measurement and antecedents of affective, continuance and normative commitment to the organization.
N. Allen (1990)
10.1177/105960119101600107
Implications of Member Role Differentiation
William E. Mcclane (1991)
10.1016/j.sapharm.2008.06.006
Using the theory of reasoned action to determine physicians' intention to measure body mass index in children and adolescents.
Rahul Khanna (2009)
10.1111/j.1559-1816.1991.tb00517.x
Facet Importance and Job Satisfaction: Two Experimental Tests of Locke's Range of Affect Hypothesis
R. W. Rice (1991)
A Role-Making Model of Leadership in Formal Organizations: A Developmental Approach
G. Graen (1975)
10.2307/3319954
The motivation to work
F. Herzberg (1959)
10.1016/S0065-2601(08)60059-3
The Distribution of Rewards and Resources in Groups and Organizations
G. Leventhal (1976)
10.5465/AMR.2005.17293715
Shared and Configural Justice: A Social Network Model of Justice in Teams
Quinetta M. Roberson (2005)
10.4135/9781452243610.n18
Understanding the interaction between procedural and distributive justice: The role of trust.
J. Brockner (1996)
Leader-member exchange theory: The past and potential for the future.
R. Liden (1997)
10.4135/9781483386874.n551
Theory of reasoned action, theory of planned behavior, and the integrated behavioral model.
D. Montaño (2008)
10.1177/1368430201004003003
Identity and Cooperative Behavior in Groups
T. Tyler (2001)
10.1002/JOB.138
Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model
S. Aryee (2002)
10.4324/9780203792643
Exchange and Power in Social Life
P. Blau (1964)
Toward a psychology of dyadic organizing.
G. Graen (1987)
10.1037/0021-9010.76.5.698
Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance.
M. A. Konovsky (1991)
10.1037/0021-9010.88.1.170
Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: safety climate as an exemplar.
D. A. Hofmann (2003)
10.1108/00070709410074632
Attitudes and Food Choice Behaviour
K. E. Thompson (1994)
10.2307/2393071
Organizational citizenship behavior: The good soldier syndrome.
D. Organ (1988)
10.1023/A:1005721401993
Predicting Unethical Behavior: A Comparison of the Theory of Reasoned Action and the Theory of Planned Behavior
M. Chang (1998)
10.1016/J.HRMR.2008.08.001
The tails of justice: A critical examination of the dimensionality of organizational justice constructs
S. W. Gilliland (2008)
10.5465/amr.1986.4306242
Leader-Member Exchange Model of Leadership: A Critique and Further Development
Richard M. Dienesch (1986)
10.1037/0021-9010.71.4.579
When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.
Terri A. Scandura (1986)
10.1086/228311
Economic Action and Social Structure: The Problem of Embeddedness
Mark S. Granovetter (1985)
10.1002/job.4030160309
Psychological contracts and OCB: The effect of unfulfilled obligations on civic virtue behavior
S. Robinson (1995)
10.1037/0033-2909.127.3.376
The job satisfaction-job performance relationship: a qualitative and quantitative review.
T. Judge (2001)
10.1037/0033-2909.97.2.251
Job satisfaction and job performance: A meta-analysis.
Michelle T. Iaffaldano (1985)
10.1177/001872679304601204
The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior
S. Wayne (1993)
10.1080/08853134.2000.10754241
An Empirical Investigation of a Social Exchange Model of Organizational Citizenship Behaviors Across Two Sales Situations: A Turkish Case
Bulent Mengue (2000)
10.2307/255511
Generalizability of the Vertical Dyad Linkage Model of Leadership
R. Liden (1980)
The contracts of individuals and organizations
D. Rousseau (1993)
10.1177/1059601101261004
The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment
Carolina Gómez (2001)
10.1111/J.1744-6570.2001.TB00086.X
SOURCES OF SUPPORT AND EXPATRIATE PERFORMANCE: THE MEDIATING ROLE OF EXPATRIATE ADJUSTMENT
M. Kraimer (2001)
Fairness theory: Justice as accountability.
R. Folger (2001)
10.1111/j.1467-9280.1996.tb00664.x
Superordinate Identification, Subgroup Identification, and Justice Concerns: Is Separatism the Problem; Is Assimilation the Answer?
Yuen J. Huo (1996)
Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations.
E. Lind (2001)
10.2307/256489
Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes.
D. McFarlin (1992)
10.5465/amr.1997.9707154068
Process and Structure in Leader-Member Exchange
R. T. Sparrowe (1997)
10.2307/2393795
Due Process in Performance Appraisal: A Quasi-Experiment in Procedural Justice
M. Taylor (1995)
10.5465/APBPP.2000.5535181
THE EFFECTS OF TRUST IN LEADERSHIP ON EMPLOYEE PERFORMANCE, BEHAVIOR, AND ATTITUDES: A META-ANALYSIS.
K. T. Dirks (2000)
10.1108/02683940510631444
The role of leader-member exchange in high turnover work environments
P. Morrow (2005)
10.1037/0022-3514.57.5.830
The psychology of procedural justice: A test of the group-value model.
T. Tyler (1989)
10.4135/9781412976046.N14
The Theory of Reasoned Action
J. L. Hale (2002)
10.1037/0021-9010.87.4.698
Perceived organizational support: a review of the literature.
L. Rhoades (2002)
10.1177/009365088015004003
Causal Accounts and Managing Organizational Conflict
R. Bies (1988)
10.1037/0021-9010.87.3.590
The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.
S. Wayne (2002)
10.1037/0022-3514.80.6.931
Uncertainty management: the influence of uncertainty salience on reactions to perceived procedural fairness.
K. Bos (2001)
10.1016/1048-9843(95)90036-5
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
G. Graen (1995)
10.1504/IJMP.2012.048075
Enhancing employee satisfaction: an analysis of current promotion practices
Lai Wan Hooi (2012)
10.1177/1059601196213005
Bridging the Gap between Procedural Knowledge and Positive Employee Attitudes
S. P. Schappe (1996)
10.1007/978-1-4613-3087-5_2
What Should Be Done with Equity Theory
G. Leventhal (1980)



This paper is referenced by
Semantic Scholar Logo Some data provided by SemanticScholar